In 2002, Worldclass Lighting launched an initiative to introduce the balanced scorecard into the Asia Pacific and Greater China regions, in order to provide a new management tool for its lighting business covering four perspectives¡Xfinancial, customer, process, and learning and growth. The balanced scorecard ran successfully for a period of time until implementation issues surfaced that undermined its benefits, such as unquantifiable measures in target setting and the over-measurement of indicators.

In 2009, a plan to terminate the balanced scorecard was presented to the Asia Pacific Chief Executive Officer ("AP CEO"). The AP CEO must now make a decision about whether to continue using the balanced scorecard.

Functional Area :

Accounting & ControlStrategy & General Management

Learning Objective:

1)To understand the concept of the balanced scorecard, including the four perspectives of financial, customer, internal process, and learning and growth. 2) To learn about the factors that contributed to the failure of the balanced scorecard at Worldclass Lighting